How Does The Supplier Expand The Latin American Market?

P, which has nearly 600 million people, is undoubtedly a huge market. Brazil, Chile and other countries are developing rapidly. The consumption ability of countries with a higher standard of living can not be underestimated.

But as Mr. Javier Huerta, deputy manager of the Latin American Department of Hongkong Chen Huang Zhong Cai, said, "Latin America is a very different region in the world. The language we speak is different from ours. Latin Americans have their own unique values and are very valued for friendship and family."

Therefore, to succeed in the Latin American market, we must "do our homework".

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< p > < strong > Latin America "custom" has become supplier's distress < /strong > /p >

< p > Ms. Chen's Ningbo City Heyuan < a target= "_blank" href= "http://www.91se91.com/" > textile < /a > Products Co., Ltd. was founded in 2001, is an internationally influential professional banner and large color scroll factory, she has been paying attention to and opening up the South American market.

In her view, the South American market has great prospects, but it is not as good as it imagined.

In particular, differences in working habits will make people feel at a loss.

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"P >" she gave an example, "I invited a plator at the time of the last exhibition, and we talked to ourselves, and we all had a nice chat. He thought our products were of good quality. He said," we'll come in the afternoon. "The plator said you didn't believe it. They talked about doing the same thing. In the afternoon, he really didn't come! I was next door to do textile accessories. He found a potential customer. He had been chatting, he had been chatting, he had not been away until evening, and I said," why don't you go, "he said a client said that he would come today," he said, "there's a client who says that he will come today." he said, "OK,"

But in the end they never came.

It can be seen that dealing with South American people first requires "do in Rome as the Romans do" and become familiar with local work habits. Otherwise, they may just be "hot faces and cold butts".

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< p > Mr. Gao Liheng also thinks that the South American market is relatively new to China's "a href=" http://www.91se91.com/news/index_c.asp "supplier" /a, so we hope to expand the local market. "We have to go deep into the North American market to do research so as to cooperate with the local retailers and pfer the manufacturing orders to the factories in China.

This is what I feel in emerging areas. "

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< p > < strong > small single, price flat, how can the supplier adapt to < /strong > < /p >

< p > besides the need for adequate research in the early stage and familiarity with local market and human environment, suppliers also need unique strategies in specific orders and production strategies.

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According to Mr. Zhang Xuejun's personal experience, there were many guests from Brazil, Chile, Mexico and Russia in 2011, but most of the Chinese suppliers failed to seize the opportunity to do this market.

Because "first, the price of their country should not be very good.

Second, their orders are relatively small, which may be small and low.

Domestic factory production habits are very large and the price is very good, so there is a contradiction. "

Mr. Zhang's proposal is "small orders, you have to work hard, because only by doing so will you succeed. If small orders do not want to do, there will be nothing."

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< p > so how do Chinese factories that are accustomed to big bills should be cut down from a small scale to get the "a href=" http://www.91se91.com/news/index_f.asp "Latin American market < /a" gradually? Mr. Gao Liheng's production experience is worth learning from.

The image of his factory has been upgraded to the middle and high end, but in order to meet the low volume and low price demand of Latin American businessmen, he used the American style of design plus the internal materials that meet India standards.

For example, internal conductors, Europe and the United States are copper, Latin America's single use of copper clad steel, but the performance is also OK.

We create products that meet their standards of quality and design, while prices are lower than those of the European and American markets.

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< p > strong > service is the core competitiveness less than /strong > /p >

Suppliers in P have gradually lost their absolute price advantage.

But after decades of accumulated experience, it is not easy for other low-cost countries to replicate.

The important new competitive advantage of Chinese suppliers is manufacturing based service.

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< p > for example, Ms. Chen Peipei, for example, "professional services are very important, such as how to help customers carefully.

Customers want to enter the supermarket, we have been thinking about how to use our product highlights to help them enter the supermarket and give customers a good humanized service.

With services outside manufacturing, Ms Chen thinks that "price is not the most important thing."

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< p > Mr. Gao Liheng also adopts this service mode. "We are learning some methods of trading companies to enhance the ability of product planning for customers and cooperate with their marketing strategies instead of relying on their own manufacturing capabilities."

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